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2016 Nissan Maxima launches production in Tennessee

The 2016 Nissan Maxima saw its big debut at the end of the brand's 90-second Super Bowl commercial this year. However, we didn't get the full details about the latest generation of the model marketed as the four-door sports car until the recent New York Auto Show. Now just a few weeks later, the sedans are rolling down the assembly line in Smyrna, TN, and they should hit the road this summer. "Today's launch of the all-new Maxima is the beginning of an exciting year for Nissan's US lineup, with new versions of the Altima, Sentra and Titan due later this year," John Martin, Nissan's senior vice president for manufacturing, supply chain management and purchasing, said in the production announcement. The sedan's revised 3.5-liter V6 is also made in Tennessee at Nissan's Decherd Powertrain Plant. The 2016 Maxima certainly looks different than other mainstream sedans with its prominent V-shaped grille, slashing headlights and floating roof. Prices start at $32,410, plus $825 for destination. For that, customers get a 300-horsepower V6 that's connected to what Nissan claims is a "performance-oriented" CVT. The latest model is also estimated to get 30 miles per gallon on the highway. NISSAN BEGINS PRODUCTION OF EIGHTH-GENERATION MAXIMA "4-DOOR SPORTS CAR" IN TENNESSEE NASHVILLE, Tenn. – Nissan's Smyrna Vehicle Assembly Plant continues its reign as the top-producing automotive plant in North America, as Gov. Bill Haslam, U.S. Senator Lamar Alexander and Tennessee Economic and Community Development Commissioner Randy Boyd joined plant employees to celebrate the start of production for the all-new 2016 Nissan Maxima. "When Nissan came to Tennessee more than 30 years ago, there were almost no auto jobs in the state," said Alexander. "Three decades later, about one-third of our manufacturing jobs are auto related, auto suppliers have located in 80 counties, and our family incomes are higher. I want to thank Nissan for providing opportunities for thousands of talented Tennesseans." The first U.S.-assembled Maxima rolled off the assembly line in Smyrna in January 2003. Since then, Nissan has produced nearly 800,000 Maxima sedans at the plant, with more than 60,000 shipped to markets worldwide. Maxima is one of six models currently built at the Smyrna plant and is assembled on the same line as the Altima midsize sedan and all-electric Nissan LEAF. Maxima's new 3.5-liter, VQ-series V6 engine is also assembled in Tennessee at Nissan's Decherd Powertrain Plant.

MotorWeek proves '90s were awesome with Supra, Stealth, RX-7, Corvette, 968, 300ZX comparo

Oh, the heady days of 1993, back when the Clinton Presidency was just getting underway, and it seemed like every hot new rock band was coming out of Seattle. Sports cars in the US had finally shaken off the shackles that slowed them during the '70s and '80s, and you could buy any number of legitimately quick vehicles again. MotorWeek recently went digging into its archives to find this six-model test from 1993 showing off some of the best semi-affordable performance coupes that money could buy at the time, and it's priceless.
Featuring the 1994 model year Toyota Supra in twin-turbo guise and MY 1993 versions of the Porsche 968, Nissan 300ZX TT, Mazda RX-7, Dodge Stealth R/T Turbo and Chevrolet Corvette LT-1, MotorWeek definitely covered all of the bases. One thing that might surprise younger readers is these cars' performance. The video only provides 0-60 acceleration times, but several of these vehicles would still be considered pretty potent today - over 20 years since going on sale. The Supra is especially impressive, hitting 60 miles per hour in just 5 seconds. Even today, that's nothing to sneeze at.
Given their performance potential and still-attractive looks, it's amazing that some of these coupes are old enough to drink now. The progress of interior design and safety equipment in the intervening years is pretty shocking, though. In most of these models, having two airbags is touted as a big deal. Scroll down to watch a Throwback Thursday blast from the past about some of the '90s best sports cars.

Ghosn's legacy: one of the auto industry's most effective execs

"Bob Lutz ... estimated that carrying out the Nissan operation would be the equivalent, for Renault, of putting $5 billion in a container ship and sinking it in the middle of the ocean." So wrote Carlos Ghosn in "SHIFT: Inside Nissan's Historic Revival," which was published in the U.S. in late 2004. Two points about that observation: It is in keeping with Lutz's "Often wrong but never in doubt." It shows that Ghosn is a remarkable executive, given that he was able to take Nissan from the edge of financial oblivion to one of the foremost automotive companies (although with alliance partners Renault and, more recently, Mitsubishi). In 1999, Ghosn created what was named the "Nissan Revival Plan." It could have just as well been called the "Nissan Resuscitation Plan." Things were that bad. Now Ghosn is in the midst of legal trouble, accused of financial improprieties of some sort. There is no indication that this is at anything near the scale of what happened at Volkswagen Group. There's malfeasance. And then there's malfeasance. It is likely that this is going to be the end of Ghosn's career, but at age 64, and as a man who has spent nearly the past quarter-century essentially on airplanes, it is probably a good time to leave the stage. What his next act will be — to court or even prison — is an open question. But arguably, Ghosn's performance in the transformation of Nissan and Renault, which also needed some strong medicine to keep it from collapse in the early '00s (although one suspects that the French government would have done its damnedest to keep it propped up), makes him one of the all-time most-notable executives in the auto industry. Ghosn closed plants in both France and Japan and he worked to dismantle the Nissan keiretsu network of interlocked companies, things that were absolutely unthinkable. He established plans with stretch goals in their titles, like the "20 Billion Franc Cost-Reduction Plan," and worked with his people to achieve them, despite the pushback that seemed to come along with the announcement of the plan. As in, as he recalled in SHIFT, "Some people said, 'He's off the deep end. He's raving mad. Doesn't he know that at Renault you set the most conservative goals possible so you can be certain to reach them?' My answer to that sort of thinking was 'You're going to get what you ask for. If you set the bar too low, you'll be a low-level performance.